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Chris Wells

ATD Links Archive - ATD Links

What Ian Anderson Can Teach Us About Training

As a senior science editor at the NeuroLeadership Institute, Chris Weller creates a broad range of content to showcase how neuroleadership is transforming the ways leaders strengthen their organization’s culture, drive performance, and promote diversity and inclusion. He also manages the company blog, Your Brain At Work, and generates NLI thought leadership pieces for outlets such as Harvard Business Review, Strategy+Business, Quartz, and Fast Company. He is an award-winning documentary filmmaker, an avid triathlete, and a crossword puzzle aficionado.

Chris Weller

Technology and social learning don’t have to be either-or debates. Both can succeed as long as organizations yoke them together in the right way—and that means deploying them with the brain in mind.

How to Teach Everyone, Quickly, No Matter Where They Work

Well-being in the workspace is not only about how individuals are faring, it’s also about team relations and ability to work together.

Create an Environment of Well-Being

Do you know how your role supports your organization’s strategy and goals?

How Well Do You Understand Your Business?

Chris Grebisz is EVP of MobilePaks & VIA Technology. Chris has more than 20 years of experience as a leader in localization, learning, and technology. Prior to VIA, he served as the EVP of product and strategy at EIA Information Systems. Before EIA, Chris consulted for Google, where he implemented initiatives such as "continuous localization operations model,” community-driven translations, as well as automated project management technologies.

Chris Grebisz

Ken Sterling offers a better understanding of Millennials (who they are, where they came from, and what they want), as well as tips on how to work with them.

Millennials in the Workplace: Myths, Facts, and Tips

In an increasingly complex world, resilience is more essential than ever, especially for government workers. It's often misunderstood as merely "powering through" tough times, but it's much more than that. True resilience is the capacity to thrive amid adversity, drawing strength from difficult experiences and emerging stronger. With the current landscape marked by political uncertainty, misinformation, and global unrest, understanding and cultivating resilience is crucial. Here, we explore seven key insights into building resilience, both individually and within government organizations, and how it can serve as a strategic advantage in public service.1. Controlling Our Perception of the WorldIn an era of misinformation, managing perceptions is crucial for government workers. While external events are uncontrollable, we can control our responses by critically assessing information and seeking diverse perspectives. This balanced approach helps navigate challenges, maintaining public trust and integrity.2. The Right Stuff to Practice ResilienceTraits like perseverance, adaptability, and a commitment to public service are key for resilience in government workers. Recognizing and nurturing these traits helps navigate uncertainties, such as policy changes and public scrutiny. Resilience, developed over time, prepares for future challenges and ensures effective governance.3. Resilience as a Team EffortResilience is not just individual; it's a collective effort, especially in the public sector. Organizations should cultivate a culture of mutual support and collaboration. By working together, teams can better navigate crises, strengthening public sector performance.4. The Role of Leaders in Bridging Individual and Organizational ResilienceLeaders play a pivotal role in aligning individual strengths with organizational goals, fostering open communication and continuous learning. They set the tone for handling challenges and setbacks, creating a resilient culture. This leadership style, focusing on leading oneself, others, and circumstances, is crucial in public service.5. The Importance of RelationshipsStrong relationships are vital for resilience, providing essential support during difficult times. Building connections with colleagues and the community offers practical and emotional support, helping government employees cope with stress and maintain a positive outlook.6. Organizational Support for ResilienceOrganizations must invest in employees' well-being, providing mental health support, flexible work arrangements, and professional development. When employees feel valued and supported, they are more likely to engage fully, enhancing the organization's resilience and benefiting the public.7. Resilience as a Strategic Advantage in Public ServiceResilience is a strategic advantage, enabling government organizations to handle disruptions and seize new opportunities. Whether navigating policy changes or adapting to societal shifts, resilience helps maintain momentum and strengthens public trust, driving long-term success.ConclusionResilience is a foundational element crucial for government workers. It is an ongoing journey involving individual and collective efforts. By focusing on how we perceive challenges, leveraging our innate strengths, fostering supportive relationships, and creating a resilient organizational culture, government leaders can navigate adversity more effectively. Resilience is not just about surviving tough times; it's about thriving through them and using them as opportunities for growth to unleash your potential and cultivate success in public service.

Building Resilience: Thriving in Public Service Challenges

The ATD Talent Development and Training in Healthcare Handbook (ATD Press, November 2021) addresses the many opportunities and challenges TD professionals face in the growing and rapidly changing healthcare space. Effective talent development is the thread that weaves through an entire healthcare organization to ensure it is up to standard with the latest practices in treating patients while providing a safe and engaging environment for staff. TD professionals have the unique role of tying together organizational and employee advancement in healthcare systems—and likewise, this handbook dives into areas for both business and professional evolution.Written by 25 fellow healthcare practitioners with extensive experience in the field—from nurses, physicians, and administrators to instructional designers, chief learning officers, technology experts, and leaders across the industry, it covers six key themes across 26 chapters:Learning and Development BasicsOrganization DevelopmentEmployee DevelopmentBusiness Acumen for the Health SystemDigital Transformation and LiteracyPatient-Centric CareChristine (Chris) Reyes, director of Dimensions Acute Training with Novant Health, is the author of a chapter focused on electronic health records in the ATD Talent Development and Training in Healthcare Handbook. In this spotlight Q&A, learn more about Reyes and her contribution to the book.How have your experiences in healthcare technology shaped the best practices you shared?With more than 25 years of healthcare experience, I’ve had the opportunity to serve in various roles that depend on strong collaboration and communication across the organization. Understanding how each department affects another and how seemingly simple system or process changes can impact others is vital to sound solutions and transformational change.At a previous job of mine, we often hosted other organizations on site visits to share our best practices and learning experiences. I found so much value and growth in sharing knowledge and learning from others. In the Electronic Healthcare Record (EHR) chapter, I tried to share topics that have been instrumental to the success of our training program as well as those questions that are the most often asked by other organizations and learning healthcare professionals related to EHR training.How do you foresee the advancement of talent development for EHR implementation and usage within healthcare? For example, in an ideal world, how do you see this area flourishing for employee or organization development?With the pace of change in both technology and healthcare, I think it is essential for learning to take place at the moment of need. It is important for learning experiences to provide the tools and knowledge that the clinicians need, when and where they need it. It is also imperative for L&D professionals to collaborate with operational areas to ensure the impact of learning is measured and learning can be aimed to close skill gaps.What is something unexpected you learned while working on this book?As I was doing research for the chapter, I found many interesting success stories of an EHR transforming the access to and quality of patient care in many areas of the country.Is there something professional or personal you are proud of accomplishing in the past year?I’m proud to be a co-author of the ATD Talent Development and Training in Healthcare Handbook that was recently published! It was an exciting project, and it was an honor to participate in a project with so many talented professionals. I wish this handbook had been available when I’d started my career in the healthcare learning arena!What is a fun fact about yourself or one sentence of advice you’d like to share?“It’s not what you know that matters; it’s using what you know to help others do greater things than you’ve ever done.” —Giancarlo Brotto

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